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As companies increasingly push for employees to return to the office, a new trend has quietly surfaced: coffee badging. This practice refers to workers making a brief appearance at the office—just long enough to grab a cup of coffee—before heading home or elsewhere. It’s most common among those in hybrid roles who feel the pressure to show face but are reluctant to stay for the entire day.
The trend has emerged largely as a response to return-to-office (RTO) mandates, which many employees view as outdated and unnecessary. According to a survey by Owl Labs, 58% of hybrid workers have coffee badged at some point, while 47% say they would consider quitting if strict RTO policies were enforced. For many, working from home provides a better balance between productivity and comfort, and the hassle of commuting to the office simply isn’t worth it.
Interestingly, the survey also found that coffee badging is more common among men and millennials. While the reasons behind this are not entirely clear, it could relate to workplace culture or generational differences in attitudes towards flexibility. However, coffee badging is ultimately a symptom of deeper issues: a disconnect between what employees want and what employers expect. To address this, companies need to open up dialogue about flexibility and reconsider how they measure success—focusing on outcomes rather than mere presence in the office.
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Micromanagement has long been a point of frustration for many workers, but the concept of “unbossing” aims to shift that dynamic. Instead of traditional top-down leadership, unbossing involves giving employees more autonomy and reducing the layers of middle management. It’s about empowering workers to make decisions and contribute ideas, creating a more collaborative environment.
In recent years, major corporations such as Meta, Shopify, and Bayer have embraced this trend, trimming their management structures to foster more direct communication and faster decision-making. In Meta’s case, CEO Mark Zuckerberg declared 2023 as the “year of efficiency,” with the company reducing its middle management as part of an effort to flatten its hierarchy. The idea is that cutting these roles reduces bureaucracy and encourages innovation.
While this model has its advocates, not everyone is convinced it’s a positive change. Critics argue that removing middle managers could lead to a lack of mentorship for younger employees, who often benefit from guidance during the early stages of their careers. Nevertheless, unbossing continues to gain traction, and we’re likely to see more organisations adopt this approach as they look to streamline their operations.
3. Flexible fidelity
With flexibility now a top priority for workers, “Flexible Fidelity” has emerged as a new approach to workplace loyalty. This concept moves away from the idea that loyalty is shown by hours spent in the office, instead focusing on outcomes, trust, and mutual respect between employers and employees.
Flexible work arrangements are no longer just a perk—they’re a necessity for many workers, particularly Millennials and Gen Z. According to a Fidelity report, 65% of younger employees consider flexibility the most important non-financial benefit when evaluating job offers. This trend has been driven by a growing demand for work-life balance, with employees increasingly prioritising their well-being alongside their professional responsibilities.
4. Founder mode
Silicon Valley has also given birth to a unique leadership style known as “Founder Mode,” where CEOs take a hands-on approach to running their companies, much like they did in the early days of their startups. Popularised by the likes of Airbnb’s Brian Chesky, founder mode sees executives bypass traditional management structures to engage directly with employees and make key decisions themselves.
This trend reflects a belief that founders, who have a deep connection to their companies’ vision and culture, can make better, more intuitive decisions than professional managers. While this approach has its critics—some argue that it can lead to overreach and burnout—it’s clear that founder mode resonates with many business leaders who want to remain closely involved with their company’s day-to-day operations.
5. Swarm intelligence
Inspired by the collective behaviour seen in nature, “swarm intelligence” is a growing trend in the workplace, particularly in decision-making processes. By leveraging the combined insights of a diverse group, this approach encourages collaboration and problem-solving, leading to better outcomes for organisations.
Swarm intelligence prioritises collective wisdom, valuing the different perspectives each team member brings to the table. As companies grapple with increasingly complex challenges, the ability to pool knowledge and expertise has become a vital tool for innovation and success.